November 22, 2011 · Labor distribution Withholding data/tax data admin – Payroll Taxes Social security data administration Benefits deduction administration - Benefits (new employees,

CSGNovember 22, 2011

UC Payroll and HR Operations Today

• UC needs to become more efficient in its HR/APO/payroll/timekeeping operations that support its approximately 185,000 employees

• UC‐wide, there are approximately 6,000 FTEs today performing HR, payroll and timekeeping duties at a cost of over $500 million

• The ratio of HR and payroll staff to the number of employees served is higher at UC than at 90% of other organizations according to benchmark data

• The current PPS system is 30 years old with 11 different versions

• There are opportunities for improving payroll and HR services by deploying new technology, streamlining and standardizing processes across UC, and eliminating duplication of effort by centralizing transactional activities.

Project Goals and Objectives

• Implement modern technology and tools for managing UC’s workforce

• Simplify and standardize HR, Payroll, and Academic Personnel administrative processes

• Improve efficiency and service quality through new approaches to service delivery

• Achieve long‐term, sustainable cost savings

PPS Initiative: Scope

Process Scope• General HR Administration/Workforce Administration (23 process areas)• Time and Attendance (12 process areas)• Payroll (20 process areas)

Technical Scope• Payroll Processing• Time Capture• HR Administration• HR/Payroll‐related Portal• Other applications, vendors and systems that include inbound or

outbound feeds to the payroll solution

Process Scope

General HR Administration/Workforce

Administration Time & Attendance PayrollNew hire

Academic student & non-studentStaff & Faculty

RehireAcademic student &non-studentStaff & Faculty

Academic changeAcademic renewal of appointmentAcademic merit - Merit, Service Awards and Retirement Gift ProgramsChange in work hours (staff/student/academic)Additional employmentDual employmentRange adjustmentsRange restructuringLeaves of absenceMerit increases

StaffAcademic

AppointmentsRenewal of appointmentsCompensatory time-offStaff temporary actionIntercampus transferJob changes Personal data maintenanceData entryPhysical Records ManagementTermination

Support Collective Bargaining

Time entry New hires Adjustments from prior periodsTime approvalsPay period closing/interface to PPSVacation leave managementOther absences managementAttendance administration Overtime administrationYear-end data entry administration Time processingAccruals

Original process scopeRefined process scope

Pay set upPay processingOff cycle processingManual checks – Rush ChecksGarnishments and LeviesCorrections & adjustments - Payroll OverpaymentsLabor distributionWithholding data/tax data admin – Payroll TaxesSocial security data administration

Benefits deduction administration - Benefits (new employees, leaves of absences, layoffs, sabbaticals, retirements, death)Garnishment administrationPayroll reconciliation - Audits and reconciliations to insure employees are paid accurately (compliance with FLSA, bargaining unit agreements, policies and procedures)Worker’s CompensationPeriod/month/year closing Year-end reporting - W-2sSelf service scenarios for payroll data End of year activitiesDisbursements ((insurance carriers, credit union, charities, other agencies, etc.)PPS (testing, training, implementing modifications)Out of State employees

Product Family/Module In scopePeopleSoft Enterprise ePerformance NoPeopleSoft Enterprise Succession Planning NoPeopleSoft Enterprise Human Resources including, eProfile, eProfile Manager Desktop. (It is assumed that AYSO will be used to provide eBen functionality. See related section below.) Yes

PeopleSoft Enterprise Recruiting Solutions NoPeopleSoft Enterprise Payroll including ePay YesPeopleSoft Enterprise Benefits Administration YesPeopleSoft Enterprise eCompensation NoPeopleSoft Enterprise Applications Portal YesUser Productivity Kit – Developer YesUser Productivity Kit – Employee YesHyperion Financial Data Quality Management YesHyperion Financial Data Quality Management Adapter for Financial Management YesOracle Hyperion Public Sector Planning and Budgeting YesHyperion Planning Plus YesOracle Essbase Plus YesHuman Resources Analytics Fusion Edition YesInformatica PowerCenter and PowerConnect Adapters YesOracle Business Intelligence Suite Enterprise Edition Plus YesOracle Data Quality Address Validation Server YesOracle Data Quality Matching Server YesOracle Higher Education Constituent Hub Data Steward YesOracle Higher Education Constituent Hub YesSiebel Tools YesOracle Identity and Access Management Suite YesAdvanced Security Option YesData Masking Pack Yes

Replace PPS with Oracle’s PeopleSoft payroll and HR systems

Application Scope

Phased Implementation

• Phase 1: Implement HRMS, Payroll and GL integration solutions, replacing PPS “must have” functionality as well as improving core human resources and payroll processing capabilities.

• Phase 2: Implement systemwide time and attendance capability, significantly reducing business process redundancies, shadow systems, and paper processing.

• Phase 3: Achieve end‐to‐end integration and consolidation, with expanded HRMS functionality, a UC‐wide portal facilitating access to all systems, and a human resources/payroll data warehouse supporting analytics and decision support.

UCLA Implementation

Oct Nov Dec Jan 2012 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan 2013Month Month Month Month Month Month Month Month Month Month Month Month Month Month Month Month

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Planning & Functional Requirements

Configuration & Development

Data Clean Up

Interfaces & Conversion

Testing

Transition Production Support

Project Begins – October 2011

Campuses grouped into 3 implementation waves• 1st wave – UCLA, UCOP, UC Merced, UCSD, UCSC

UCLA Go Live Date – January 1, 2013

Project Completed for the system in 3 years

Executive Project SponsorExecutive Project SponsorExecutive Project Sponsor

Executive Steering TeamExecutive Steering TeamExecutive Steering Team

Project Management Office



Practices Board

Practices Board

Practices Board

Project DirectorProject DirectorProject Director Management WorkgroupManagement WorkgroupManagement Workgroup

Local Project TeamsLocal Project TeamsLocal Project Teams

Standardized Process Designs

Execution & Escalation of

Issues

Change ControlChange ControlChange Control

Central Project TeamsCentral Project TeamsCentral Project TeamsTestingTestingTesting

Data ConversionData ConversionData Conversion

Process ManagementProcess ManagementProcess Management

Project Structure and Governance

StrategyApproachMethodologyCoordination


Executive Project SponsorsExecutive Project SponsorsExecutive Project Sponsors

Executive Steering Committee




Management WorkgroupManagement WorkgroupManagement Workgroup

Peter Taylor, CFONathan Brostrom, EVP – Business OperationsPeter Taylor, CFONathan Brostrom, EVP – Business OperationsPeter Taylor, CFONathan Brostrom, EVP – Business Operations

Monir Ahmed – UCMSusan Carlson – UCOPDavid Ernst – UCOPSteve Relyea – UCSDChristina Valentino ‐ UCSC

Gretchen Bolar – UCRRon Cortez – UCSBJohn Meyer – UCDDan Sampson – UCOPJohn Wilton ‐ UCB

Wendell Brase – UCIDwaine Duckett – UCOPJack Powazek – UCLABarrie Strickland ‐ UCSF

Mike Allred – UCDMike Baptista – UCOPKarl Heins – UCSBDon Larson – UCSDPat Price – UCIDan Sampson – UCOPPeter Woon – UCI MC

Rich Andrews – UCIDave Curry – UCLASheryl Ireland ‐ UCMChar Moreno ‐ UCSCJeannine Raymond – UCBNancy Tanaka ‐ UCOP

Allison Baird‐James –UCLAGwen Lake – UCLA MCDavid Odato – UCSFChuck Rowley – UCRPaul Weiss ‐ UCOP


Project Management OfficeProject Management OfficeProject Management Office

Practices BoardPractices BoardPractices BoardAPDs – Cindy Doherty, Cynthia Leathers, Pat Price, Pamela PetersonCHROs – Tom Leet, Jeannine Raymond, Mark Speare, Marilyn VoceControllers – Mike Allred, Allison Baird‐James, Don Larson, Delphine Regalia, Peter Woon

APDs – Cindy Doherty, Cynthia Leathers, Pat Price, Pamela PetersonCHROs – Tom Leet, Jeannine Raymond, Mark Speare, Marilyn VoceControllers – Mike Allred, Allison Baird‐James, Don Larson, Delphine Regalia, Peter Woon

APDs – Cindy Doherty, Cynthia Leathers, Pat Price, Pamela PetersonCHROs – Tom Leet, Jeannine Raymond, Mark Speare, Marilyn VoceControllers – Mike Allred, Allison Baird‐James, Don Larson, Delphine Regalia, Peter Woon

Anthony Lo, UC Project DirectorDoug Johnson, Oracle Project DirectorAnthony Lo, UC Project DirectorDoug Johnson, Oracle Project DirectorAnthony Lo, UC Project DirectorDoug Johnson, Oracle Project Director

Change Control BoardChange Control BoardChange Control Board Sue Abeles (Payroll), Lubbe Levin (HR), Nancy Tanaka (APO), Paul Weiss (IT)Sue Abeles (Payroll), Lubbe Levin (HR), Nancy Tanaka (APO), Paul Weiss (IT)Sue Abeles (Payroll), Lubbe Levin (HR), Nancy Tanaka (APO), Paul Weiss (IT)

UCLA Project Governance

UCLA Project Team

Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan

Month 1

Month 2

Month 3

Month 4

Month 5

Month 6

Month 7

Month 8

Month 9

Month 10

Month 11

Month 12

Month 13

Month 14

Month 15

Month 16

Month17

20112011 20122012 20132013

Integration and Conversion Strategy

Technical Designs(Conversions, Interfaces…)

Performance Testing

End User Training

Payroll Parallel Testing

Data Mapping for Conversion

User Acceptance Testing

Build & Unit Test(Interfaces, Conversions...)

Design Sessions

Configure Application

Data Cleanup

Functional Designs

Prepare SIT Scenarios

System Integration Testing (SIT)

Update Business Process Maps

HR/APO SMEs

Payroll SMEs

Mostly Functional Activities *

Mostly Technical Activities *

Project Teams & Activities

Training

Project Timeline

ProdCutover

* Each Key activity will be led by UC and Oracle experts from PMO

Shared Technology Services GroupShared Technology Services GroupShared Technology Services Group

Input from Service

Management Work Group

Shared ServicesParallel Effort and Activities

Linked directly to the Project Management Office and Management Workgroup. Develops the recommendations for the Payroll/HR/APO functions and processes to be performed within a UC‐wide shared services center and the detailed design of the shared services organization.

Input from Service Delivery Design

Team

Service Delivery Design Team

Linked directly to the Project Management Office and ITLC. Operational responsibility for technical architecture, technical operations, migrations, interoperability, interfaces, and data management. Supports technical aspects of testing and data conversion/cleansing.

Implementation Roadmap

Service Center Draft Implementation Plan

Activity

Month

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15Practice Harmonization

Process Redesign

Procedural Documentation

Site Selection

Tech Requirements and Selection

Technology Implementation

Detailed Organization Design

Detailed Role Design

Staffing Strategy

Selection

Staffing Transition

Training Design

Training

Change and Communication Strategy

Change Management Execution

Pilot Go-Live

Model 1 – Fully Centralized Service Center

CampusHR/Payroll/

AP

Faculty

Staff

Non‐employees/Affiliates

Managers Tier 0 Internet Portal

Tier 1 Tier 2 SupportingRoles

HRIS

Records / Fulfillment

Quality

Case

Managem

ent

Teleph

ony

Know

ledge

Managem

ent

CTI

Routine Inqu

iries

and transactions

Non

‐rou

tine

inqu

iries,

escalatio

ns

Campus HR / PYRL / AP

SystemCOE

Tier 3

Co‐locatedRoles

Some Roles MayBe Virtual

Payroll/Payroll

Processing

HR / WFA

Benefits/Leaves

Payroll &HR

Benefits/Leaves

Co‐locatedRoles

HR/Payroll Service CenterTe

leph

ony

Imaging

Model 2 – Centralized Operations With Campus Delivery Teams

CampusHR/Payroll/AP

Faculty

Staff


Managers

Internet Portal

HRIS


Quality

Case

Mgm

tTeleph

ony

Know

ledge

Managem

ent

CTI

Routine Inqu

iries

and transactions

PayrollDelivery

Centrally Co‐locatedRoles

Multiple CampusDelivery Teams

CentralizedHR Operations Center

PayrollAdmin

HR Admin

Benefits/LeavesAdmin

Back Office Ops Support

Benefits/LeavesDelivery

HR / APDelivery

PracticeLeadership

OperationsLeadership

Delivery Lead

CampusHR / PYRL / AP

SystemCOE

Non

‐rou

tine inqu

iries, escalations

Imaging

Roles LocatedOn Campus

Model 3 – Two Service Center Hubs, Campus Aligned Teams

CampusHR/Payroll/AP

Faculty

Staff


Managers Tier 0 Internet Portal

Case

Managem

ent

Teleph

ony

Know

ledge

Managem

ent

CTI

Routine Inqu

iries

and transactions

SupportingRoles

HRIS


Quality

Payroll/PayrollProcessing

HR / WFA

Benefits/Leaves

Payroll &HR

Benefits/Leaves

Payroll/PayrollProcessing

HR / WFA

Benefits/Leaves

Payroll &HR

Benefits/Leaves

Center A

Center B

Non

‐rou

tine

inqu

iries,

escalatio

ns

CampusHR/PYRL/AP

SystemCOE

Tier 3

HR/Payroll Service Centers

Tier 1 Tier 2

Tier 1 Tier 2

Imaging

Technical Implementation Plan

Fusion Middleware Reference Model

Oracle Service Bus

SOA Based Integration

UCLA System Integrations

• Systems and interface inventory complete

• 75 base interfaces

• 168 UCLA tier 1 interfaces

• 130 UCLA views

• 50 UCLA systems

• Work in progress

• Integration strategy

• Data mapping

• Identity management strategy

UCLA Time & Attendance

• The new PPS system will require:– All employees to be on standard pay cycles

• Exempt – Monthly• Non‐exempt – Bi‐weekly

• Currently – UCLA has multiple time & attendance solutions– 64% employees covered by various time & attendance systems– 36% employees use manual process and need to move to a system solution

• Interim system solution for Time & Attendance – Developed by UC Irvine for higher education– Provides electronic exception reporting and approvals – Goal to transition:

• staff to system solution by April 1, 2012 • faculty (if required) to system solution by January 1, 2013

• Currently ‐ 6,100 non‐exempt employees paid monthly– Goal to move to bi‐weekly by April 1, 2012

UCLA Communications Plan

• Regular campus updates– BruinPost– Campus portal– Campus advisory groups– Staff training – UCLA publications

• Standing group meetings– Executive Committee– Deans’ Council– CAO’s/CFS’s– Human Resources Advisory Group– IT Committees– Academic Senate Committees

• System‐wide updates via the working smarter website

Challenges

• Organizational change and system‐wide standardization

• Realize process improvements and savings to pay for new system

• Interface changes for many significant campus systems that tie into PPS system

• Continue operation of current system until January 2013 implementation

PPS Replacement Project Budget

Net Savings (Restructuring Savings – Ongoing Central PPS Expenses)

Documents

November 22, 2011 · Labor distribution Withholding data/tax data admin – Payroll Taxes Social security data administration Benefits deduction administration - Benefits (new employees,